![]() ![]() ![]() When chairing a meeting, you are the conductor, and should guide the performance of the score, involving the players in the necessary order and at the right time, to ensure that a beautiful symphony is played. To help illustrate this, consider the meeting agenda to be the score for an orchestral composition, with each meeting participant representing a different instrumentalist, and the meeting itself as the stage. A meeting agenda is also the ideal way to communicate the purpose of meeting in the first place, which in turn helps maintain a focus on outcomes. It helps participants to keep track of what they are to discuss or work on during a meeting ahead of time, and helps to provide structure and facilitate collaboration. Simply put, a meeting agenda is a list of activities that participants hope to achieve during the course of a meeting. First, we must be clear on what this term really means. In this article, we will explore the definition and importance of meeting agendas, before moving on to how to write a meeting agenda in a simple step-by-step guide. Meeting agendas are a central component of Sherpany’s Azend® framework, which guides organisations on how to get the most out of meetings. So, how can we set meetings up for success in this pivotal pre-meeting phase? The answer is simple: create a meeting agenda for effective meeting management. Once these are clear, we can begin to design a meeting that will focus on achieving its objectives effectively. This is where objectives come in: By setting the objectives to be reached, we define the yardstick by which we will measure the success of our meetings. To enable the measurement of meeting outputs, we must first define which metrics to use. In order for a meeting to be successful, its outputs must be measurable. In fact, the pre-meeting stage makes 80% of a meeting’s success. Whilst this appears abstract at first, it pertains to the importance of the pre-meeting phase in securing the success of the entire meeting process. J.A meeting’s success is determined before it has even started. Craig, William Graham, The Law and Procedure of Meetings in Canada (Toronto: Ryerson Press, 1966), page 32.Preparation of the agenda is usually the responsibility of the chair with the assistance of the corporate secretary. The requirement of an agenda is usually not formal but, instead, a frequently used device as with an agenda, members have notice of the business to be transacted at the upcoming meeting as well giving the chair and the members an organized order of business at the meeting a roadmap to follow, a program. The usual practice is to attach a copy of the agenda to the notice which is sent to the members convening the meeting."Ĭomes from the Latin word "agree" which means "to do" or "things to be done". "The secretary will also take steps to see that copies are available for circulation to the members. ![]() It is usual, however, for the secretary to consult the chairman to ascertain whether any other matters ought to be included on the agenda and, again, before the agenda is circulated in its final form, to submit the agenda to the chairman for his final approval. "The secretary may prepare the agenda on his own initiative or after consultation with the chairman. ![]() a list of those matters which are to come before the meeting for consideration and decision. ![]()
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